Analysis of Team Performance

Appropriate team size and positive team member behaviors have shaped our team into a homogeneous team, which helps our team smoothly accomplish forming and storming stages. According to the textbook, it is better to have a smaller team but large enough to accomplish task (McShane 150). As the smallest four-people team, I think our team should be one of the most effective teams in the whole class. For instance, in the Team GPS Adventure activity, MBTI scores have showed that, as judging type, Sam and Ashley are able to analysis how the herculean task could be done I, as a thinker and a perceiver, logically determine the central area of GPS locations, so we do not have to run all over the places being extrovert type, John talks through the puzzles that we have no clue how to solve. Such effective team size has helped our team efficiently complete the task, and gained a clearer vision of individual strengths and weaknesses. 
In addition to the appropriate team size, the positive behavior that each team member presents is also essential to the dynamics of the entire team.

We deeply understand that openness is the basic ingredient for team success, so we keep transmitting information freely and efficiently via email and text messages, and we also listen actively to each other when the different opinion arises. In the aspect of supportiveness and action orientation, each team member is willing to pitch in and help out and very easy to work with. We have strong desire to act in order to motivate others. For example, Sam makes notes for each team meeting in order to keep the team on track and helps to integrate the work performed by different team members and Ashley carefully arranges each interview at Boeing for each member. Such positive behaviors that our team has as team composition are critical factors for a successful teamwork.

Our team has successfully rebuilt the team during the norming stage due to another important dimension of team composition  diversity. Since Christ has withdrawal from the class, we have to reestablish roles and clarify norms. However, the great diversity allows our team has diverse knowledge, skill, and perspectives so that we are generally more effective in situations involving complex problems requiring innovative solutions (McShane 151). For instance, Sam and Ashley are from America while John is from Turkey and I am from China. Such different backgrounds allow us see an issue or opportunity from different perspectives. A broader knowledge base also allows us have more innovative ideas and thoughtful notions. The film we made for the culture presentation fully represents the strong intelligence that our team possesses.

As our team further develops a sense of cohesion, trust, a sense of group identity, and a sense of group efficacy have helped the team to become a high performance team. Our team is highly cooperative due to our trust in each other. The type of our trust should belong to the identification-based trust, which is based on mutual understanding and an emotional bond among team members (McShane 157). I would say I have benefit from this kind of trust a lot. At the time I had flu, I could not go to class and attend any team meetings. They comforted me by sending emails asking me to take good rest and they promise to take care of the work I am supposed to complete (figure 1). In the mean time they also keep me informed about the team process. This kind of high-level trust really accelerates the development of team cohesion and increases the group identity thus reinforcing the effectiveness of the team.

Short-term virtual team has helped our team keep on track and accomplish the task in the case of emergency. Within the time I had flu, our team operates the team meetings and manages the team process virtually. We use e-mail and other communication media such as online documentation and video conferencing to make work done on time. However, in order to improve virtual team effectiveness, the team competencies described earlier are critical, because a successful virtual team requires the strong self-leadership skills to motivate and guide their behavior without peers and higher emotional intelligence so they can decipher the feelings of teammates from e-mail and other communication media (McShane 160). 
The peer feedback exercise was a good way to measure our individual performances within the team because it showed us our teammates opinions. I think that our team handled the feedback session well through constructive conflict (McShane 162). Team members pointed out both the positive and negative aspects of teammates in a very professional manner. The team provided me with some thoughtful insights which allowed me to measure my own progress. For example, they suggested me to voice my opinions more during meetings. The feedback allowed me to realize and improve on my weaknesses while it also showed me the strengths that I have learned from this team experience. In the future, I would recommend my team to use constructive feedback as a tool to enhance team cohesion and a way to let teammates realize the areas of improvement or their strengths and unrealized potential.

Community Service Initiative Analysis
For our community service initiative, our team volunteered to help greater Boston Food
bank with inspection, sorting and repacking of salvaged food. The choice of CSI initiative was the consequence of constructive conflict (McShane 149) and the chosen initiative carried a special meaning for all team members, serving as an incentive for good performance. The common goal our team set out to achieve was efficiency. A discussion with food bank officials regarding performance requirements, shortcomings and timings enabled setting of appropriate benchmarks for measuring goal performance to eliminate vagueness, ambiguity and conflict. The focus was on task accomplishment and our team had entered the performing stage (McShane 139).

A knowledge of concepts of team effectiveness entailed selection of task structure and team norms with higher likelihood of team effectiveness. The established norm in the team is high-quality performance, to give our best to every task, and no sarcasm and criticism. The task at hand was also performed in accordance with this norm. Task structure involved intermediate to high levels of task interdependence (McShane 139). For instance, prior to inspection, food items, sometimes even from the same food package, were arranged in an orderly manner by other team members to facilitate smooth inspection. Additionally, items were doubly checked to improve accuracy and team members worked together to repackage every unit of food after inspection, all reflective of interdependent tasks. Team roles (McShane 141) were clearly known as a consequence of the duration for which the team has been functional. Specific roles for the task and the best ways of achieving our common goal were decided through constructive conflict process but constructive conflict (McShane 149) was restricted to decision-making before starting our task. Team level interaction and feedback was high.

Conflicts are commonplace during actual task performance and though earlier the team sought to eliminate conflict during performance altogether, this task taught us that conflicts cannot be avoided completely. Despite collectively formulating our work strategy, we left some potential sources of conflict open. For instance, occurrence of contradictory figures during inspection and re-inspection by different team members was always a likely source for conflict. Although our team better solved conflicts that arose during the activity, sometimes, team members including me, resorted to avoidance tactics (Robbins and Judge 511) which lower satisfaction, and consequently team effectiveness. This is one area that must be given due attention and our team is still in the process of implementing collaborative conflict management (Robbins and Judge 510). Every task that this team undertakes throws light on some important aspect of improving team effectiveness and our teams community service initiative was no different

CASE ANALYSIS

Q1. My recommendations with respect to the different structural variables would be as follows (1) with respect to hierarchy of authority, the company should adopt a flat hierarchy as opposed to a tall hierarchy because a flat hierarchy of authority will promotes the division of the company into functional units which will be entirely undertake their responsibilities of the behalf of the company. Flat hierarchy of authority will further enhance top-down and bottom-up communication and feedback process within the company as a result of reduced hierarchical levels promote efficiency and facilitate supervision. Specialized division of labor will be better suited for the company than generalized knowledge because the company is still in its initial stages of growth where it must harness specialized knowledge to benefit from both tacit and explicit knowledge of employees. The wide span of control will be more suitable to the company than narrow span of control because the companys employees are not physically dispersed. A wide span of control will enable many employees to report to fewer managers thereby eliminating unnecessary levels of management. A high degree of centralization will be more appropriate for the company than a decentralized degree of control so as to facilitate convenience in administration processes, unified control of activities, fixed responsibility and accountability and effective discipline.

Q2. The company should departmentalize on the basis of task and output (matrix structure) because it is a good model of organic design suited for complex and dynamic environment. Considering the fact that a software company is characterized by a highly technical environment, flexibility and dynamism will be important in managing the activities of the company. The matrix structure provide the advantage of multiple command system, where one command chain is functional and exhibiting vertical flow of authority while the other chain of command is horizontal. The matrix structure therefore provides the necessary coordination to satisfy dual environmental demands leads to better control of tasks and greater security of work processes achieves functional integration of skills development and ignites higher employee moral and customer satisfaction.

Q3. Given the companies highly organic characteristics, I would recommend an organic organizational design because of its flexibility and ability to adjust rapidly to change. The organic organizational design will provide the company with the following unique characteristics de-emphasis on status and rank differences thereby achieving enhanced interpersonal relationships emphasis on horizontal and lateral communication and relationships as opposed to vertical relationships holders of higher positions is not necessarily assumed to be more informed than the staff in the lower cadres and optimized utility of employee knowledge and skills by their participation in decision making and problem-solving processes.      


Q4. Besides the new operating procedures, the other planned and unplanned changes responsible for the employees negative responses may likely have been caused by (a) technological changes in the form of adoption of new equipments, automation of work processes, and revised information processing and (b) people focused changes affecting issues such as upgraded requirements of employee skills and performance, changes in appraisal methods, organizational development attitudes and expectations, and requirements for employees to upgrade their skills.

Q5. Some of the barriers to change encountered in this situation include lack of tact when introducing change whereby the new changes demonstrate insensitivity towards employees personality conflicts within change agents peer pressure among employees fear for loss of statues and job security to new technologies being adopted fear of the unknown climate of mistrust and fear of failure among employees as a result of intimidating change processes. The necessary steps that need to be undertaken to overcome this change include (1) encouraging participation by offering invitations to employees to actively participate in change efforts at all levels and phases to honor employees with a feeling of ownership in the change process (2) improve communication by way of informing employees about the nature, timing and significance of the intended changes (3) educating and training employees to adjust to the new work procedures, techniques and qualifications requirements (4) provision of emotional and  technical facilitation to employees in the process of adjusting to the new work environments and (5) enter negotiations and agreements with employees through dialogue to get them accept and to subscribe to the new ways of doing things in the company.

Q6. Yes, an OD will intervene in this case and I would propose change management OD. Change management OD emphasizes on the need to align individual aspirations to the overall organizational structures as a means for bolstering effective employee performance. Indeed, the persistence of variance between individual and organization aspirations portends negative impact on the formulation and implementation of strategies in organizations. Change management further acknowledges the significance working groups and teams in organizations as effective tools that streamline individual aspirations towards the general objectives of organizations through the gradual application of working and co-operation strategies designed to achieve flexibility, free flow of information, empowerment and ultimately, improved performance.   

Ten Point Essay Question My answer to my golfing partner will be that hisher assumptions are wrong because organizations are complex organic evolving entities with unlimited capacities to learn, create, and pursue their own processes and objectives. As such, organizations are increasingly required to demonstrate sensitivity, cohesiveness, identity and tolerance to the varying implications and challenges posed by internal and external environmental factors. The external and internal environments portend either positive or negative impact on the strategic plans of any organization. The organizational abilities to build relationships and create community with sense of purpose and vision are wholly pegged on the leadership strengths and goodwill. Emphasis and continuous pursuit of knowledge, perception of the organization as community of people and perpetual endurance are the characteristics that define learning organizations. Therefore conflicts of interpersonal, intercultural, personality, resistance to change and motivations are always bound to occur as the organization goes through the different phases of growth. 

Bonus Question I would respond that monetary rewards alone are not adequate motivation for employees. As much as money is an important motivator, it is not the only motivator and it is not always the motivator because after satisfying the primary and secondary needs of an individual by raising the living standards, it ceases to work as a motivator. Indeed, non-financial incentives are very effective motivational tools that should be applied side by side to the monetary incentives in a complimentary fashion.

To this end, managers should adopt a combination of some of the following non financial incentives (1) competition whereby the organizational management creates an atmosphere of healthy competition among employees as incentives for achieving personal or group goals (2) praise whereby the managers seek to satisfy the ego need of employees by acknowledging their good work (3) participation of employees in management through consultations during decision making processes (4) promotions on the basis of skills, merits, abilities, efficiency and deserved qualifications (5) delegation of authority (6) entrusting employees with higher levels of responsibility (7) providing employees wit opportunities for individual advancements (8) stability of tenure for employees and (9) use of suggestion schemes for improving efficiency.             

Part Two Case Analysis
The questions addressed to the management processes in the organization demonstrate the significance of the personality element in organizational management processes, considering that leadership is a purposeful relationship through which employees help each other to overcome difficult situations. There exist serious problems of personality conflicts, attitudes and power struggles among Marian and Dave and the rest of the team under her. The element of ego, as illustrated by Sigmund Freud, explores the specific elements of individual behaviors with particular emphasis to the elements id, super ego and ego. Each of these elements is considered to initiate consequence of precedence for each other in human thought with id serving as the precedence for ego and superego.

The psychoanalytic theories focus on the significance of the psychological conflicts that are unconscious and dynamic in nature. The id responds according to the principle of pleasure with demands for immediate attention for its needs the external environment not withstanding the ego then must be initiated to meet the demands of the id within the limits of the prevailing environment and the superego finally initiates a judgmental perspective on the element of ego, ensuring that the demands portrayed by the id element are met in an realistic and moral manner. As such, it is imperative to seeking appropriate solutions to the interpersonal conflicts among the staff by a way of relating and responding to each other so that the other persons are guided to explore their thoughts, behavior and feelings, to reach to a clear self understanding and then to identify the use of their strengths, draw resources so that they can cope more effectively with their life making appropriate decisions by taking relevant actions.

The situation therefore calls for the application of the suggestions put forward by the attribution theory whereby managers and the subordinates use the information about the behavior of others with inference to the realities that they possess specific traits that would be stabilized over time. This seems a deceptively simple thing to do, but the process is not all that clear-cut. In order to gain useful information for an inference about stable traits to be made, three factors should be considered by Marian and Dave as follows. Behavior should be voluntary such that if someone is forced to behave in a certain way, it reveals very little about them as person. Behavior should produce non-common effects such that consequences would be produced by a particular behavior and not others. For example, if an employee recommended as being knowledgeable and professional when he performs a duty anonymously but to not get similar recognitions when he or she does so amidst adequate publicity, where there are other possible consequences as would be the case of rewards for the management team. In this example, the acknowledgement of the worker as being knowledgeable may only come about if there may be nothing else in return. Furthermore, actions that are low in social desirability tell us more about a person than actions that conform to a social norm. Therefore, if someone is loud and argumentive during a departmental meeting, fellow employees are more likely to see this as a stable trait of the person than if he or she were quiet and agreeable.

Therefore the Marian should act as a team leader leading a team that listens to each others experiences and feelings. This way, team members get to learn a great deal about their own conditions. Some of the advantages associated to team work approach by experiencing the success of others in the group, individuals in the team are given hope that they might also conquer their own problems team members come to recognize that they are not the only ones facing particular problems, therefore making them feel less isolated team members are given the opportunity to help others and experience the positive effects of their role in that help and positive interpersonal interactions are developed, as deficiencies in social interactions are common in many workplace conflicts. As such, the general idea that can be drawn from this case that may have an application elsewhere is that workplace conflicts between new employees and the existing employees are bound to occur especially when the existing employees feel the new employees came to fill in higher positions that are capable of filling. 

Q1. In this particular situation in the bank personality played the role of igniting spontaneous defensive reactions by both Marian and Dave as provoked by diagnostic inaccuracies in the form of improper interpretation of cases, wrong assessment of problems, deviation from recommended procedures, absence of empathy or faulty prescription behaviors between the two bank officials. Neuroticism is one of the Big Five personality traits that most clearly influenced Marian and Dave because instead of pursuing the preference for calmness and satisfaction they were more inclined towards feelings of anxiety and job insecurity. The aspect of cognitive distortions played a role in the conflict between Marian and Dave because their emotions and behaviors were heavily influenced by the way they reasoned about their experiences.

Q2 Marian should have continuously adapted her colleagues to change as a strategy used in streamlining professional aspirations towards the achievement of the ultimate objectives of gradual team cooperation through flexibility, free flow of information, empowerment and improved performance. Indeed, the successful implementation of current and visionary strategies is dependent on the strengths and demonstration of leadership which focus on eliminating likely functional lapses in the environment that portend failure in achievement overall growth objectives.

Q3 Now that the situation has become very difficult, Marian should adopt urgent strategies designed to correct the operational anomaly within her department. Given that the top management of the organization has confidence in Dave, Marian should seek cooperative strategies with Dave and the entire team because his sacking may worsen the situation. She should therefore implement her work strategies in integrative and complimentary fashion out of recognition of the reality that knowledge cannot always be assumed to be perfect, subject to the prevailing conditions in the organizational environment.

Effective Work Groups and Teams

Groups are formed to complete different goals in an organization. Groups may be very effective as they may help the organization by integration of organizational values and may inculcate competency among other members of the same organization through lead by example tactics.

Work Groups and Teams
 A Group is a collection of people who interact with each other and work together to achieve a common goal. All members also perceive themselves as a part of that group. (Andrew J. DuBrin, 2008)
A team on the other hand is a special group that comprises of workers who share special skills to perform the particular task that is assigned to the workers. For example a team to carry out market research will comprise special market analysts who would specialize in promotion, pricing and research strategies. (DuBrin, 2008)

Informal Group
An informal group is a group of people that emerges with time as people get to know each other and prefer to stick together at the work place as they share similar likes and dislikes. An informal group is more of a friends circle inside an organization and is made by workers preferences. The informal group may work on specific tasks for the organization but may also gather to achieve personal satisfaction.

Formal Group
Formal Group is a group of people formed by an organization to achieve particular goals and targets. This group is not formed by workers own choice or preference in fact, it is formed by the management according to the needs of the task that is to be performed. A formal group includes a department or a project team that is specifically organized by a company to achieve specific goals for the organization.

Benefits of Groups for an Organization
An organization can gain a lot through distributing its work amongst different groups. A group allows workers to learn from each other while they are on a project through shared experiences, ideas and creativity. Groups also help workers to develop their emotional quotient by developing patience and tolerance. Also groups enable members to exercise their leadership skills while theyre at work. Group work also allows sharing of interests of the members who can indulge in activities after work hours, in case of informal groups, for recreation or leisure. Organizations may benefit from group work as a group may have diversity of skillful and talented people who may add value to the project as a whole and may help boost productivity. A group can be motivated easily as a whole and has a set target which is relatively easy to achieve while working as a group than as an individual. (Benjamin, Bessant, Watts, 1997)

Group Formation
Group formation goes through different stages when members come into contact for the first time as a group to when they leave the group. The following are the phases of group formation.
The first phase of group development is formation. During formation members are initially curious and excited to work on new tasks. Moreover, they also are interested to achieve a higher status in the organization through building relationships via membership of a group. Members during formation come together and try to conform to group norms and accepted behavior(Jackson, 2002).

The second phase is storming. This occurs when members interests start conflicting with each other and when everybody tries to become the leader of the group pushing forward their opinions and expectations. During this phase, some members are excluded from the whole group while the others build up on their relationship. In cases where groups do not have a conflicting stage and everyone is ready to work cooperatively, then the second stage is skipped and the third stage becomes the second stage. (Tuckman  Jensen, 1977)

The third stage in group formation is norming. Norming takes place where members start to form their own norms and codes of behavior within the organization. This phase happens when members practice group cohesiveness and agree with each other on basic values and ways of behavior. For example a group may encourage its members to participate in decision making while an other group may restrict its members from giving opinions and just stick to their own specialized task. Norms may be formed through encouraging certain behavior such as open appreciation or punishment they may also be adopted from the norms of the organization or from an influential member of the group. (Tuckman  Jensen, 1977)
The fourth stage is performing where members are well integrated and focused in achieving their goals and work productively as a group leaving aside their personal differences. At this stage, members are more acquainted of each other and concentrate more on reaching targets.

The fifth stage is adjourning, where once the group goal is achieved members disperse into their different departments and often join other groups. However, many members may continue to reassemble after they leave a group because of their association. They may prefer to keep their relationship alive even after the group is formally adjourned(Robbins,2000).

Group effectiveness under threat and pressure
Group effectiveness under threat and pressure deals with what makes groups under perform during times of great pressure. According to Marlene Turner and Todd Horvitz, threat for the work group is an external factor that puts pressure on the group. This pressure may involve a potential loss that may be foreseen by the group members such as a loss of job if the task is underperformed. Moreover, threat may be an internal threat within a group but the study done by turner and Horvitz only focuses on external threats, that is, threats external to the group(Armstrong,2000).

The threat rigidity hypothesis suggests how group members perceive and subsequently deal with the threat that they foresee or feel. This hypothesis suggests that is the effect of the threat is known, in other words, if the change from the threat is obvious and known, it will have a negative or dysfunctional effect on the performance of the group. However, if the effect is not known and the consequences of a threat are varied then the group may be motivated to work harder to go against the threat and will try to overcome it. (Turner and Horvitz, 2001)

According to threat rigidity hypothesis, workers tend to become rigid to the threat by avoiding work cooperation by avoiding information processing and increasing authority at the center. However, researches done by Gladstein and Reilly have supported that threat does hinder information processing however, it does not necessarily centralize authority and decision making. (Turner and Horvitz, 2001) Hence, group work may be affected by external factors such as threat. Other problems of group work may involve social loafing and free riding.

Social loafing
Social loafing is where some group members try to free ride by not doing any substantial work while others put in a lot of effort and perform beyond their capacities. Social loafing is a main problem of group work as the true potential of all the members is not achieved. Some members who may have out in their best efforts may feel dissatisfied as the other members may not have performed equally but would be getting the rewards similar to the other hard working members. Social loafing may be one of the main reasons why workers may avoid working in groups.

Another problem of a work group is where members cannot express their ideas fully some members may dominate the group by discouraging other members through their influence. This practice may discourage other members who could have produced efficiently had they been dealing with the task all alone. However, this may also teach some members to overcome dominance and to compete with the exclusion tactics implied by other more powerful members in a group. Negative influence may also affect members of a group. If a group leader is very abusive, members may adopt his or her habit and may develop that negative influence upon them which may be harmful for the organizations culture in the future.

Groups can be very effective in achieving results for an organization however, they may face many problems which may affect individual work practices in the long run. If group work is not properly supervised it may sometimes create more problems for the organization through internal politics and conflicts.

Proposition 2 on the budget in California

Proposition 2 is a law statute that protects the unlawful increase of property tax by municipalities in Massachusetts. The statute also known as initiative petition was passed through majority vote in 1980 but was effected in 1982. The statute allows the municipalities a certain percentage which is allowed to effect of two and half. This initiative is similar to other tax measures that were passed by the congress in United States at the same period. The statute was much affected by California State and the municipality had to abide by the rules (The Boston Globe, 2009).
  
The proposal of California people to vote for this statute into law had a lot of contrivances and it had an effect on the budget. The statute proposal to prevent any further increase in property tax was very risk because this meant little allocation of funds to municipalities. The cities were forced to work on tight budgets that lead to less development on cities. State allocated little funds to California municipalities which could have been allocated with the highest amounts of money to ensure clean streets, well lighted city and also the employees to get good salaries (The Boston Globe 2009).

Proposition 2 did not allow this to happen and it was a problem that caused a lot of disputes in particular sectors. Social welfare, human resource management services and the housing sector allocations in the  fiscal year budget of 1992 had the biggest share of 13 billion compared to municipal allocation that were low. The author feels that proposition 2  had an effect in California budget particularly property tax and the Congress should review the statute to avoid future conflicts.

Summary of Opportunity recognition and the tendency to be an entrepreneur A bivariate genetics perspective

One of the significant characteristics of an entrepreneur is the ability to recognize various opportunities in a particular market environment. With this, it is quite important also to understand the explanation behind the individuals acquisition of this kind of skill. Although there have been different studies and theories in understanding opportunity recognition of an individual as well as in relation to gender differences, still, the concept of possible causation of genetic imprints in the recognition of opportunity of female human beings has not yet been critically established. Hence, the authors of this study sincerely post the question of whether or not genetic imprints greatly affect the opportunity recognition of females and also relating this skill to their capacity in the involvement in entrepreneurship.

Purpose  
In doing the abovementioned proposition, the major purpose of this study is to enlighten the people on the account of genetic imprints in opportunity recognition and in which it can greatly help the field of business. Consequently, it can give significant recommendations in encouraging and developing the opportunity recognition skill of an individual in order to become effective entrepreneur. Lastly, the consideration of differences in gender in the field of entrepreneurship deeply imparts assistance bringing effectiveness and efficiency in the appointment of individuals to their corresponding entrepreneurial activities.      

Hypothesis
In furtherance, there have been two hypothetical propositions in this study. One is that genetic imprints are parts of the acquisition of opportunity recognition skill. Another is that these genetic imprints can be accounted for the possibility of being an entrepreneur. The interconnected of these two hypotheses has been the primary impetus of this study.

Nature of Sample Used
To materialize those aforementioned hypotheses, the samples used involve female monozygotic and dizygotic pairs which are 851 and 855 twins respectively living in United Kingdom.  These individuals were previously asked in a nationwide medical study. Their types as twin were critically determined via homogeneous survey as well as DNA analysis having a significant precision. The mean of the participants age is 55 and its corresponding standard deviation is 12.5

Methodology
The methods used in this study is by means of behavioral genetics strategies in order to analyze the intensity of opportunity recognition skill in a genetic component at the same time evaluating it in both monozygotic and dizygotic twins excluding the influences of environment. In this sense, it can possibly provide approximations of genetic inheritance of opportunity recognition. In relation to the detection of similar genetic imprint of opportunity recognition as well as its association in becoming an entrepreneur, bivariate genetic strategies has been utilized. In terms of information gathered, the respondents had no prior knowledge of the study in answering the survey form from the previous medical study.

Result and Conclusion   
After conducting the experiment, the study gained significant information on the genetic imprint of opportunity recognition skill and its inheritability excluding environmental influences. Moreover, there is a high correlation of this genetic imprint to an individuals ability to become entrepreneur. Suffice it to say that the two hypotheses have been proven correct.

Personal Reaction   
Indeed, in understanding human behavior just like the ability to recognize opportunities necessitates the involvement of genetic analysis aside from environmental factors involved. It does, however, not necessarily mean to solely base on genetic explanations but to the integration of both. True enough, nature and nurture, and not their differences, participate in the formation of human behavior.

The team spirit concept. Do you find this in many organizations

Team work or rather team spirit is one of the most significant organizational behavioral practices tools which help in maintaining the best sales and sustaining excellent performance (Denison, 2001). It is strongly believed that organizations achieve greater success especially when they are being ran by a team of dedicated members who devote their focus towards getting united in order to achieve common goals together ( Shaw, 2003). Ordinarily teams perform better especially when the spirit of oneness is nurtured well through sound leadership skills and sustained motivation for group activities. Team work incorporates the aspect of working together as a group while team spirit refers to that intrinsic drive towards cooperating and doing things together to achieve common interest.

Team spirit just like team work is cultivated and nurtured by leaders and mangers who create and establish a working environment where each and every one becomes cohesive, feels part and parcel of the organization and attains a feeling of pride for being a member of the team. Team spirit in an organization can only be achieved if only the leader himherself is a team leader (Regina  Salas, 2006). Thus, to achieve team spirit leaders must learn to set the right goals and targets, develop positive attitudes towards people, create enthusiasm and maintain constant motivation when necessary. Many leaders and mangers of great institutions have learned through experience that team spirit is the most significant value in enhancing organizational performance, improving and increasing production (Regina  Salas, 2006). Team spirit is evident in various organizations in well structured patterns to enhance growth.

Leadership

Many people mix-up the concepts of Leadership and Management with each other. Leadership and Management are not the same thing. Leadership comes from within the person where as, management does not. Leadership is not just all about managing people, tasks or resources it is much more than that. A good leader possesses some good interpersonal and as well as social skills such as Emotional Intelligence. He knows how to motivate, influence, and manage people along with their emotions. In order to be a leader, (Freeman, R. Edward,  Stoner, James A., 1992.) it is important to understand what motivates the employees around you. It is necessary to discover the fundamental needs that employees, coworkers, and bosses have, since all people have a need for a basic income and necessities.
   
Although the leadership qualities do exist in people from birth, but that doesnt mean that everyone who has such qualities and capabilities would always become a leader, icon, or role model. Many people  instead of having such qualities  do not become leader the first reason that comes to mind is the absence of opportunity, time, place, and situation.
       
The article that has been chose to summarize talks about the importance of leadership. The article outlines the necessary conditions or steps that the leader or manager must adopt in order to become a successful leader and guide his or her organization towards the glory. Since this era is of immense competition, therefore leaders must be talented and powerful enough to build up skillful labor force and efficiency within the organization.

Article Summary 
The article talks about the leadership and its importance moreover, it emphasizes on the idea that great leadership is everything. Managers or leaders must adopt following steps to guide their organizations towards the path of success. First, get-through-the-downturn plan must be developed by the managers they must identify the mission, objectives, goals, and must bring on efficiency by cutting redundant costs. Second, communication is necessary employees must be told about the plans, objectives, and goals that are to be met. Third, leaders should be straight forward in addressing the issues to employees and must not hide from them. Fourth, supervisors must be hired to advise the employees and help them with the issues that they are facing. There must not be a sense of fear or panic among the employees regarding performance and goals. Or in other words, leaders must be connected with their employees over performance, mistakes, and improvement.
   
Fifth, leaders must get rid of employees who underperform in order to stop the wastage of time, resources, motivation, and determination. Sixth, creative personnel must be hired and retained because they are the real assets for a company. Seventh, proper environment within the organization must be provided to the employees, where they feel comfortable and work at their best. Eight, leaders must not portray or express the failure or any stagnant growth that their business is facing. There must not be doubts in the minds of employees and consumers. Great leadership is that where the leaders ask the customers about their likes, dislikes, and bear the hardships and struggle their way to the top. Because, it is the hardship or difficulties that allow them to learn more, remove mistakes, and improve performance and decision making.